In 1989-90, under the direction of Jack Welch, GE launched “Work-Out” – a team based problem-solving and employee empowerment program modeled after the Japanese quality circles model that was in vogue at the time. Work-Out was a huge success and Welch was frustrated by the rate of adoption through the business. Welch, the visionary, realized that GE (and everyone else!) was entering an era of constant change, and that those who adapted to change the fastest would be the survivors. He commissioned a team of consultants (including Steve Kerr, who was to become GE’s first Chief Learning Officer) to scour industry and academia to study the best practices in change management and come back to GE with a tool kit that Welch’s managers could easily implement. The result was the Change Acceleration Process, commonly referred to within GE simply as “CAP.”[1]